āļāļāļāļĩāđ 4 āļāļ§āļēāļĄāđāļāđāđāļāļĢāļĩāļĒāļāđāļāļāļēāļĢāđāļāđāļāļāļąāļāļāļ·āļāļāļ°āđāļĢ/ Chapter 4 What is competitive advan...NIDA Business School
āļāļāļāļĩāđ 4 āļāļ§āļēāļĄāđāļāđāđāļāļĢāļĩāļĒāļāđāļāļāļēāļĢāđāļāđāļāļāļąāļāļāļ·āļāļāļ°āđāļĢ/ Chapter 4 What is competitive advan...NIDA Business School
āļāļāļāļĩāđ 4 āļāļ§āļēāļĄāđāļāđāđāļāļĢāļĩāļĒāļāđāļāļāļēāļĢāđāļāđāļāļāļąāļāļāļ·āļāļāļ°āđāļĢ/ Chapter 4 What is competitive advan...
3. Where are we now?
āļāļą āļāļāļļāļāļāđāļĢāļēāļāļĒāļđāđ āļ āļāļļāļāđāļŦāļ?
āļą
SWOT Analysis
Where do we want to go?
āđāļĢāļēāļāđāļāļāļāļēāļĢāđāļāļŠāļđāļāļļāļāđāļŦāļ?
āđ
Vision and Goals
How do we get there?
āđāļĢāļēāļāļ°āđāļāļŠāļđāļāļļāļāļāļąāđāļāđāļāđāļāļĒāđāļēāļāđāļĢ?
āđ
Strategies
86. Robert S. Kaplan and David P. Norton
Harvard Business School Press, 2008
87. ïĄ
Kaplan is the Baker Foundation
Professor at Harvard Business
School in Boston
ïĄ
Norton is the founder and director of
the Palladium Group, based in
Lincoln, Massachusetts.
91. Stage
1. DEVELOP THE STRATEGY
2. PLAN THE STRATEGY
3. ALIGN THE ORGANIZATION
Tools
mission, vision, and value statements; SWOT analysis;
shareholder value management; competitive positioning;
and core competencies
strategy maps and balanced scorecards
4. PLAN OPERATIONS
Quality and process management, reengineering, process
dashboards, rolling forecasts, activity-based costing,
resource capacity planning, and dynamic budgeting
5. MONITOR AND LEARN
review internal operational data and external data on
competitors and the business environment
assess the strategy, updating it
6. TEST AND ADAPT THE STRATEGY
102. ï āļāļ·āļāļāļąāļĻāļāļāļāļī āļāļĪāļāļīāļāļĢāļĢāļĄ āđāļĨāļ°āļĨāļąāļāļĐāļāļ°āļŠāļēāļāļąāļāļāļāļāļāļāļāđāļāļĢ (āđāļāļĒāļĄāļēāļ
āļāļ°āļĒāļ·āļāļĒāļēāļ§) āļāļĩāđāļāļāļāđāļāļĢāļāļĢāļ°āļŠāļāļāđāđāļŦāđāļāļļāļāļĨāļēāļāļĢāļĒāļķāļāļāļ·āļāđāļĨāļ°āļāļāļīāļāļāļī āđāļāđāļ
āļą
ï
We respect the individual, and believe that individuals who are treated
with respect and given responsibility respond by giving their best.
ï We are frugal. We guard and conserve the companyâs resource with at
least the same vigilance that we would use to guard and conserve our
own personal resource.
ï We are believe in Golden Rule. In all our dealings we will strive to be
friendly and courteous, as well as fair and compassionate.
ï We feel a sense of emergency on any matters related to our customers,.
We own problems and we are always responsive. We are customer-driven.
139. ïĄ
âYou can have the best processes in the world, but if
your governance processes donât provide the direction
and correction required to achieve your goals, success is
a matter of luck.â
ïĄ At the same time, a company can have the best strategy
in the world, but it will get nowhere if managers cannot
translate that strategy into operation plans and then
execute the plans and achieve the performance targets.